Texas. Department of family and protective services. Progress Report to the sunset advisory commission: CHILD PROTECTIVE SERVICES TRANSFORMATION

Transcription

1 Texas Department of family and protective services Progress Report to the sunset advisory commission: DADS Media Services cover 13P601 - August 2013 CHILD PROTECTIVE SERVICES TRANSFORMATION FEBRUARY 2015

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3 TEXAS HEALTH AND HUMAN SERVICES COMMISSION KYLE L. JANEK. M.D. EXECUTIVE COMMISSIONER February 9, 2015 Mr. Ken Levine, Director Sunset Advisory Commission 1501 North Congress, 6t1 Floor Austin, Texas Dear Mr. Levine: We are pleased to present this Child Protective Services (CPS) Transformation progress report, which details ongoing work and accomplishments since our October 2014 plan. CPS Transformation, which began in August 2014, initially focused primarily on reducing turnover by improving morale and engaging staff. Efforts included Department of Family and Protective Services (DFPS) and CPS leaders touring each region to discuss transformation with staff, creating workgroups led by field staff, and performance-recognition efforts. CPS also began implementation of priority initiatives such as new recruitment and hiring practices, a new training model, structured decision making, new supervisor training, and revamped performance evaluations for all staff. From the beginning, I asked our field-driven transformation teams to quickly identify and test practice improvements through regional pilot programs. Staff succeeded in doing so and many of their efforts have already begun to have a positive impact on both the way we do our work and the results for our clients. At the start of the new year, Commissioner Specia asked regional directors and leadership staff to put into practice all successful pilot initiatives. They responded with a statewide implementation plan that will be fully completed by next fall. Transformation is moving fast and we will face challenges along the way. Even so, we are confident staff identified the right solutions to get services more quickly to families in crisis, to work together across our teams, and make it easier for caseworkers to do their jobs and spend more time with children and families. In December, CPS completed a dramatic streamlining of policy for Investigations and Family Based Safety Services. The policy changes take effect February 15, and CPS will streamline other stages of service in the future. Essentially, the policy now clearly states what CPS must do P. 0. Box Austin, Texas North Lamar, Austin, Texas (512)

4 Mr. Ken Levine February 9, 2015 Page 2 and leaves the rest to training and practice guides. This effort gives staff a clearer path to follow as they do their job of protecting children and strengthening families. CPS transformation is a field-driven effort and staff feedback and input are vital to our success. To measure the impact of transformation so far, CPS surveyed staff in early January 2015 using questions from the Survey on Employee Engagement (SEE) regarding job expectations, communication, and feeling valued. All state agencies conduct the SEE every two years, with the most recent survey conducted at DFPS in April Compared to the April survey, CPS found improvements in some areas while others remain a challenge. For example, staff feels more satisfied with their job expectations, that their efforts at work count, and that they have a career with the organization. Yet, they still do not feel the organization sufficiently values staff or their input. We are listening to staff and will work diligently to correct deficiencies. We are seeing progress in worker turnover and reducing caseloads but have yet to see statewide positive change on case outcomes because initiatives supporting this work are just now being implemented across the state. CPS expects even more improvement in turnover and caseloads when its revamped caseworker training and Strengths-Based Supervision model take effect statewide. As you will see in this update, CPS transformation is moving forward with new and exciting changes, and we expect many more accomplishments in coming months. We look forward to working with you as we build a bridge to a better CPS. Sincerely, I Ak Kyle L. -,--1LD. Executive Commissioner, HHSC J. Specia, Jr. Commissioner, DFPS Enclosure

5 Texas Department of Family and Protective Services February 2015 Table of Contents Summary of Major Accomplishments... 2 CPS Transformation Implementation Update... 3 Priority A: Develop a Professional and Stable Workforce... 3 Recruitment and Hiring... 3 Continuous Learning... 6 Mentoring... 7 Management Training... 8 Performance Evaluation and Recognition... 9 Priority B: Ensure Child Safety, Permanency, and Well-being Structured Decision Making Safety and Risk Assessment Practice Model Investigation and Family-Based Safety Services (FBSS) Reunification and Permanency Harris County Transformation Purchased Family Preservation and Reunification Services Foster Care Office of Child Safety Prevention and Early Intervention Faith-Based Programs Priority C: Establish Effective Organization and Operations Organization and Operations Policy Strategy Using Data to Improve Outcomes for Children and Families Evaluation of Transformation Efforts as of January Appendix A: Continuous Learning Model Appendix B: CPS Transformation Survey Results Appendix C: Transformation Timeline Appendix D: Transformation Pilot Sites Appendix E: Transformation Full Implementation Impact... 36

6 February 2015 Texas Department of Family and Protective Services Summary of Major Accomplishments Develop a Professional and Stable Workforce Increased recruitment efforts to military bases, colleges and universities September - December 2014 Began consultations with universities to strengthen college collaborations and promote the CPS protective services profession December 2014 Improved screening and hiring processes and realigned roles of outsourced human services contractor, CPS supervisors, and DFPS hiring specialists December 1, 2014 Completed mentoring pilot (Regions 1, 3, 4/5, and 8) and incorporated lessons into plans for new statewide mentoring program August 27 - December 1, 2014 Redesigned CPS core (now called CPS professional development) and specialty training curriculum, established core competencies, and tested field-based delivery model September 1 - December 15, 2014 Launched new learning model, which combines mentoring, revised CPS professional development curriculum, and field-based specialty training in Region 8 January 1, 2015 Provided Strengths-Based Supervision training to CPS statewide leadership and initiated supervisor training in Regions 6 (Harris County) and 8 (San Antonio) December 15, 2014 Began roll out of Strengths-Based Supervision training to all CPS supervisors statewide by region January 2, 2015 Rolled out new job descriptions for frontline positions February 1, 2015 Ensure Child Safety, Permanency, and Well-being Adapted Structured Decision Making (SDM) safety assessment instrument for Texas December 1, Began use of SDM safety assessment in early adopter units January 26, 2015 Established new comprehensive CPS practice model framework and trained statewide leadership team January 6, 2015 Completed pilots of multiple field-identified process and practice improvements in the Investigations, Family-Based Safety Services (FBSS), and Conservatorship (CVS) stages of services in designated regions and developed plans for statewide adoption January 8, 2015 Harris County moved to permanency 288 children in care more than two years, most of whom had a goal of adoption January 15, Establish Effective Organization and Operations Implemented a plan to use predictive analytics to anticipate high-risk events and allow staff to make real-time interventions across all stages of service October 1, 2014 Completed streamlining of Investigations and FBSS policy December 11, 2014 Transformation teams identified and tested organizational changes in the field to better align stages of service and expedite services to clients October January CPS Transformation Plan Progress Report

7 Texas Department of Family and Protective Services February 2015 CPS Transformation Implementation Update Priority A: Develop a Professional and Stable Workforce Improving quality outcomes for children and families depends on CPS ability to build a high-quality, professional, and stable workforce. CPS caseworkers help Texas children in complex environments by performing protective work that demands a specialized set of intellectual and behavioral skills, appropriate and effective training, and ongoing support. DFPS launched a comprehensive initiative that includes redesigning recruiting and hiring practices, overhauling the current learning model for workers, and providing additional support through mentoring, strengthened management capabilities, and improved employee performance evaluation and recognition efforts. A better understanding of the characteristics of high-performing workers and the essential competencies needed for success on the job now informs the continuum of activity from recruitment and hiring to training and retention. Recruitment and Hiring This initiative establishes a strategic approach to recruiting the highest-quality individuals for the job; seeks to increase collaboration with targeted colleges and universities to develop child welfare professionals; improves DFPS hiring practices to identify successful candidates and expedite hiring; and establishes early outreach to staff within the first two years of service to ensure long-term retention. DFPS surveyed CPS workers identified by management staff as the best of the best. The survey revealed that almost 80 percent of these workers had degrees other than social work, and only in the conservatorship stage of service was social work the most common degree (29 percent). The agency also found that 40 percent came to the job with more than three years of other job experience. DFPS is using this and other information to guide outreach and recruitment efforts. Survey results will also help create a research-proven tool that identifies the essential characteristics and traits of individuals who will provide high-quality service, demonstrate a higher degree of commitment, and have the resilience to make protective services a career. DFPS will use this tool in the enhanced application, screening, and hiring process, (i.e. the design of interview questions). Initiative University Collaboration: Collaborate with colleges and universities to attract and develop qualified students through: Recruitment and outreach from diverse degree plans course curriculum development, and continuous learning. Status Implementation Comments December 2014 Approved plan to establish collaborative program with selected colleges and universities. Began implementation by consulting Texas State University and The University of Texas at Austin (UT). January 30, 2015 Conducted a focus group with current Title IV-E university CPS Transformation Plan Progress Report 3

8 February 2015 Texas Department of Family and Protective Services Specific focus on enhancing current collaborations with Title IV-E partner colleges and universities. The Title IV-E Child Welfare Training Program is an initiative, funded through Title IV-E of the Social Security Act, which supports tuition stipends designed to prepare social work students for careers in the child welfare profession and to develop the skills of current workers. Recruitment: Expand recruiting and marketing efforts and opportunities to educate job seekers about protective services careers at DFPS. partners, including Texas State and UT, to develop recommendations to strengthen partnerships, increase the number of Title IV-E partners, and explore the possibility of expanding use of Title IV-E funds. February 28, Finalize short-term recommendations from initial focus group session. Establish a college collaboration workgroup. Summer Finalize long-term recommendations from college collaboration workgroup. October 2014 Conducted a survey of CPS staff chosen by their managers for their exceptional knowledge, skills, and performance to get insight into the ideal candidate profile, including which degrees are most common for each stage of service. Results of this survey were used to inform the agency's strategic recruitment plan. December 1, 2014 Began implementation of strategic recruitment plan. Intensified recruiting efforts with Texas colleges, universities, and military bases, and established key recruitment contacts who can match candidates from their recruitment pool with the agency s ideal candidate profile for each stage of service. February 28, 2015 Finalize the Basic Recruiting Skills Toolkit which will provide hiring specialists the components of an effective recruiting strategy and include a standardized PowerPoint presentation, fact sheets, informational packets, narrative, career posters, job preview videos, social media content, and event banners. March 31, 2015 Complete training of hiring specialists in their new recruitment roles and responsibilities. 4 CPS Transformation Plan Progress Report

9 Texas Department of Family and Protective Services February 2015 Hiring: Strengthen the quality of job candidates by evaluating and reconfiguring the screening and hiring process. Outsource more administrative hiring functions to speed up the hiring process and allow trained hiring specialists to dedicate more time to recruitment and retention efforts. Expedite the screening and hiring process by revising or eliminating unnecessary steps, monitoring performance targets and timelines, and making revisions to the process. Retention: Improve staff development and retention by periodically contacting new workers in the 6- to 24-month tenure range for support. Collect feedback and apply to continuous improvement of the hiring, training, and retention program. DFPS hiring specialists and program will coordinate to develop a standardized statewide process that will effectively identify, track, and respond to issues in order to improve staff development and retention. The DFPS Retention Specialist will analyze detailed turnover data, contact current and former staff and support problem identification and solutions in target areas of the state. December 1, 2014 Executed human resource contract changes. The new process includes an initial contact with the applicant, periodic communication throughout the hiring process, and a statement of interest that contractors screen and DFPS hiring specialists analyze for quality and match. January 1 - February 28, 2015 Contractor will develop and provide training to DFPS hiring specialists and CPS supervisors on the new behavioral interview process. February 1, 2015 CPS implemented new job postings that align with new core competencies for CPS workers in all stages of service (Investigations, Family-Based Safety Services, Conservatorship). June 30, 2015 CPS will redesign and produce new job-preview video. October 15, 2014 CPS regional management staff completed contacts to employees in the 6- to 24-month tenure range. The experience was overwhelmingly positive for management staff and workers. CPS regional leadership are continuing the practice at the six , and 24- month for all new workers. March 1, The new Workforce Management and Support Division will deploy a revised Rookie-Year survey to increase response rates and conduct a more comprehensive analysis. The division will survey employees at three-, six-, and 12-months. December The DFPS Retention Specialist began targeted support to Region 7. CPS Transformation Plan Progress Report 5

10 February 2015 Texas Department of Family and Protective Services Continuous Learning CPS Transformation launched the wholesale redesign of CPS training and is implementing a new continuous learning model that begins the first day on the job and extends throughout a caseworker s career. The new model includes using mentors, revised classroom CPS professional development training (formerly known as basic skills development training) and three tracks of field-based specialty training (Investigations, Family Based Safety Services and Conservatorship). Whereas the current model was largely classroom-based, the new model provides more field-based training focused less on taskspecific knowledge and more on growing measurable competencies. Each new caseworker (now called protégé) receives a customized training plan the first week on the job that provides for up to nine months of focused and continuous development. New staff are certified as case assignable once they demonstrate specific competencies (as opposed to predetermined graduation dates). Ongoing training requirements support advancing practice. (See Appendix A for a flow chart of the model.) From November 3 - December 15, 2014, CPS piloted the field-based specialty training component of the model for 18 new investigators in Region 7. The pilot tested use of individualized training plans, coordination and training delivered by field staff (as opposed to professional trainers), and case assignability based on achieved competencies. Preliminary evaluation of the Region 7 pilot found that staff were excited about the new competencies, the approach to determining case assignability, and the shift of training to the field. Supervisors liked the support they received during the pilot through weekly calls but feedback suggested a need for greater support/tools to assist the supervisors in delivering the field-based training. Design of the new continuous learning model incorporated this feedback. Region 8 is the first region to implement the new model as of January 1, 2015 for all new hire classes. Initiative Overhaul the CPS core and specialty training program and curriculum. Change delivery of specialty training to be primarily field-based, delivered by staff with field experience. Implement the revised training model and new mentoring program as one program. Evaluate the program at key stages of implementation to address barriers and make practice improvements for successful implementation. Status Implementation Comments November 3, December 15, 2014 Conducted pilot for investigator specialty training in Region 7. January 1, 2015 Launched new CPS professional development (formerly core), specialty training, and mentoring program in Region 8. Will complete assessment by March 31, May 1, 2015 Begin statewide rollout to be completed by October 1, December 31, 2015 Conclude oneyear evaluation. 6 CPS Transformation Plan Progress Report

11 Texas Department of Family and Protective Services February 2015 Mentoring CPS is implementing a statewide mentoring program to ensure protégés receive technical and personal support before and after training. CPS tested different features of mentoring programs in four pilots (Regions 1, 3, 4/5, and 8) from September 1 November 30, CPS followed 34 protégé-mentor pairs in the investigation stage of service and completed an evaluation of the mentoring program on December 1, Feedback from the pilot included the importance of matching workers based on personality and location. Only two of the 34 protégés left CPS during the pilot. CPS finalized the statewide mentoring program and combined mentoring with the revised training components. The new continuous learning model launched January 1, 2015, in Region 8. Under this approach, protégés work with their mentor for the first four weeks after hire, again after classroom training, and throughout periods of specialty field training (up to the first nine months after hire). (See Appendix A for a flow chart of the model.) Initiative Implement a statewide mentoring program in which experienced workers are paired with new workers, beginning with pilot sites to test the design. Key features of the pilot include a shared caseload between mentor and protégé and financial compensation for the mentors (paid overtime). Status Implementation Comments August 27, November 30, 2014 Conducted and evaluated pilot mentoring programs in Regions 1, 3, 4/5, and 8. January 1, 2015 Implemented new continuous learning model (combined mentoring, CPS professional development and specialty training) in Region 8. May 1, 2015 Begin statewide rollout to be completed by October 1, December 31, 2015 Conclude oneyear evaluation. CPS Transformation Plan Progress Report 7

12 February 2015 Texas Department of Family and Protective Services Management Training The success of transformation heavily depends on supervisors ability to become proficient in their new responsibilities, including an increased level of decision-making, moving towards a field-based learning model for staff training, and new safety and risk assessment tools. Effective supervisors are also critical to improving staff retention. DFPS is implementing Strengths-Based Supervision (SBS) as the optimal program for management and supervisor training and support. Through a combination of classroom sessions and group coaching led by management (program directors and program administrators), the curriculum provides practical and emotional support and highlights the importance of clinical supervision essential to the complex work of child welfare. Initiative Implement Strengths-Based Supervision training model statewide to improve management and supervisor capabilities in three essential areas: critical thinking and analysis; guidance and support; and administrative responsibilities. Status Implementation Comments September 24, 2014 Launched SBS training for more than 100 frontline supervisors in Harris County (Region 6). November 14, 2014 Completed delivery of SBS training to all CPS management staff statewide. December 2014 Preliminary assessment of management staff and Region 6 staff and supervisors, found supervisors were successfully implementing the tenets of the model. Further evaluation is underway. December 9-10, 2014 Trained selected CPS program directors to deliver SBS training statewide. December 11, 2014 Launched SBS training for management and supervisors in Region 8 in anticipation of new continuous learning model rolled out to new staff in Region 8 on January 5, January 2, 2015 Launched rollout of SBS training beginning in Regions 1, 4, 5, and 11 to all supervisors, with statewide completion scheduled for March 31, CPS Transformation Plan Progress Report

13 Texas Department of Family and Protective Services February 2015 Performance Evaluation and Recognition Improving performance evaluation, increasing feedback, and expanding recognition efforts are part of the broader objectives of elevating the professionalism of CPS workforce and improving the agency s culture, work environment, and staff retention. CPS successfully piloted the e-rewards recognition program in Region 2 and is now implementing the program, which enables CPS employees to earn rewards like wearing blue jeans to work or administrative leave, statewide. DFPS also implemented the Commissioner s employee recognition program known as DFPS Stars statewide for all DFPS staff. CPS will use 360-degree performance feedback for the ongoing development of management staff. CPS completed test marketing of the concept on October 1, 2014 and worked with Health and Human Services Commission staff to develop the tool. CPS will implement the tool starting February 2015 with the ten CPS regional directors, approximately 30 Program Administrators and other management staff of the same classification. DFPS is developing new performance evaluations for all staff. CPS tested new caseworker evaluations in Regions 2 and 6 (excluding Harris County) in all stages of service. The revised evaluation measures tasks for quality as well as completion and incorporates practice model components and structured decisionmaking requirements. Supervisors unanimously agreed that the redesigned evaluation was more useful toward developing and training caseworkers on critical thinking, outcomes and quality. CPS is finalizing new evaluations for all CPS direct delivery staff, subject matter experts, administrative staff, supervisors and managers. Initiative Evaluate successful regional recognition campaigns for expansion statewide. Implement 360-degree performance feedback for CPS regional management. Revise performance evaluation tools for all caseworkers that incorporate qualitative and quantitative indicators and correspond to new job descriptions, competencies established in training, and practice model guidelines. Status Implementation Comments October 31, 2014 Identified successful recognition program for replication and launched statewide. November 5, 2014 Implemented DFPS Stars employee recognition program. February 1, 2015 Began 360-degree performance feedback with Regional Directors and program administrators. March 1, 2015 Launch new performance evaluations for investigation, FBSS, and CVS caseworkers to align with new training model. Staged rollout for all other staff April- July CPS Transformation Plan Progress Report 9

14 February 2015 Texas Department of Family and Protective Services Priority B: Ensure Child Safety, Permanency, and Well-being The CPS mission and mandate is to protect children from abuse and neglect; provide services so children can live with their families when possible or in another permanent setting; and ensure the health and well-being of children in the state s care., Ensuring positive outcomes for children and families requires giving caseworkers the right tools and consistent training to aid in judgment and decision-making from beginning to end of a case. In addition, a signature goal of transformation is to improve operational efficiency to give staff more time to spend with children and families they serve. Meeting this goal is essential to retaining staff and providing quality services. Structured Decision Making Safety and Risk Assessment CPS is implementing state of the art safety and risk assessment instruments that guide and support caseworker decision-making in a manner consistent with the agency s mission of protecting children. While many states have safety and risk assessment tools, Texas has become a national leader by adopting a 24-hour safety assessment tool and integrating the tool with its Practice Model. CPS worked with the National Council on Crime and Delinquency (NCCD) to adapt their Structured Decision Making (SDM) safety assessment tool for use in Texas and develop a comprehensive training plan and curriculum. Early adopters began using the new tool on January 26, Supervisors are already reporting that the new assessment better guides worker s decisions, provides structure to their staffings, and allows them to focus on those areas most critical to making decisions. Statewide rollout for all investigations caseworkers will be completed by March 29, CPS is now developing a risk assessment tool to help caseworkers determine the likelihood of future abuse and neglect. This is an actuarial tool that will categorize situations as very high, high, moderate, or low risk for future maltreatment. Rollout to early adopters will begin in May 2015, with statewide implementation by August 23, Safety Assessment Initiative Implement a 24-hour safety assessment to be used during initial contact with the child or children. Aspects of the safety assessment tool can be completed on site, with additional factors being completed within 24 hours. Status Implementation Comments December 1, 2014 Finalized 24-hour safety assessment tool. Development included rigorous inter-rater reliability testing of tools to determine consistency of rating of test cases by users. January 26, 2015 Began rollout of SDM safety assessment training to early adopter units. March 29, 2015 Deploy statewide. 10 CPS Transformation Plan Progress Report

15 Texas Department of Family and Protective Services February 2015 Risk Assessment Implement a new risk assessment for use within 30 days from the start of the case. This new tool will be more objective and based on actuarial principles that have been scientifically accepted and adapted for Texas. December 18, 2014 CPS completed the first draft of the risk assessment tool. February 6-27, 2015 CPS will complete work with NCCD to adjust the SDM tool to incorporate Texas unique case information. May 7, 2015 Deploy SDM risk assessment to early adopter units August 23, 2015 Deploy statewide. June 2016 Data Analysis showing actual performance of the new risk assessment tool nine months from implementation. CPS Transformation Plan Progress Report 11

16 February 2015 Texas Department of Family and Protective Services Practice Model CPS developed a practice model framework that defines the organization, its values, and approach to serving children and families. As of December 2014, the practice model concepts have been integrated into all transformation-related initiatives, such as Structured Decision Making (SDM), performance evaluation tools, strengths-based supervision, mentoring, and the practice competencies created for the training model. The alignment between the practice model and other transformation initiatives is the most critical piece of implementation and what brings the practice model to life in the day-to-day work of child protection. The practice model implementation also includes creating practice guides and critical-thinking tools available for the first time to workers to support all aspects of child protection work. Supervisors and mentors will also use these guides to train new workers. CPS began drafting practice guides in January 2015 to support policy streamlining for investigations and FBSS as well as implementation of SDM. CPS will release practice guides related to safety decision-making, safety planning, locating families, and using case history to coincide with the SDM safety assessment rollout. Other practice guides will be made available roughly in conjunction with streamlining policy in other stages of services and rollout of the SDM risk assessment tool. Parent-child visitation, working with domestic violence cases, presenting in court, and service planning are just a few examples of practice guides that will be completed in 2015 (beginning with highest-priority guides). Implementation Initiative Status Comments Implement a practice model, including a consistent framework for the standards, approaches, and methods that define the essential elements of how CPS interacts with children and families, as well as expectations of the child/family s experience with CPS. October 14, 2014 Finalized the practice model framework document and communication strategy. Published framework document November 15, Will publish web page in early December 31, 2014 Completed integration of practice model with transformation-related initiatives January 6, 2015 Trained regional directors, program administrators, and state office leadership on the practice model at the quarterly leadership meeting. Throughout 2015 Complete practice guides. 12 CPS Transformation Plan Progress Report

17 Texas Department of Family and Protective Services February 2015 Investigation and Family-Based Safety Services (FBSS) The CPS operational review identified process, practice, organizational, and technology issues that were obstacles for investigations and FBSS caseworkers. These issues ranged from minor nuisances to major time-consuming activities. Subsequent to the operational review, two regional leaders organized a team with field staff from every region and state office subject experts to generate solutions. The team prioritized ideas into three groups: those that could be implemented immediately, those that needed to be tested and evaluated before implementation, and those that required technology changes and could be considered for future IMPACT modernization efforts. Immediate solutions CPS implemented included eliminating duplicate approvals for non-safety-related activities, decreasing the number of required staffings thereby giving more discretion to supervisors and workers, and changing practice to support more frequent contact with parents when children are safely placed with relatives. Initiative Decrease time spent on activities that can be eliminated or handled by other staff and adopt practice improvements increasing the amount of time spent with families, and getting families needed and tailored services faster while maintaining a priority focus on child safety. The team generated 320 process and practice changes and prioritized those for immediate implementation or pilot testing in the regions. Status Implementation Comments October 2014 Implemented immediate solutions. Began testing select process and practice changes in specific areas. Between November 2014 and January 2015, pilots expanded to additional regions (See chart next page). December January 2015 CPS evaluated the pilots using focus groups, surveys, and data. January 8, 2015 Developed statewide rollout schedule to implement successful pilots as practice. CPS Transformation Plan Progress Report 13

18 February 2015 Texas Department of Family and Protective Services INV/FBSS Pilot Efforts Description Ease of Case Transfer between INV & FBSS Pairs Investigations and FBSS units to accelerate service provision; Requires joint visits for cases referred to services. Requires investigations to involve FBSS within 10 days of the start of the investigation. Triaging Cases Improve triaging and assessment of cases before assignment to an investigator to allow CPS to focus on cases where the child is more likely to be at risk. This pilot reinforces the existing policy for allowing administrative and abbreviated closures where the situations fit these standards and tries to bring regional practice closer in line with the policy. Training consisted of reinforcement of the existing policy and practical case examples of administrative and abbreviated closures. Caseworker Support Center Create a onestop/one-call shop where the best of case records management, administrative support, and workspace design converge to meet frontline worker needs. Some examples of tasks performed: scan as you go digital imaging of case records that omits the need for paper files and facilitates availability of records in IMPACT, and initiation of daycare services and drug testing. OneCase Mobile Application Deploy an application so caseworkers can directly upload photos and audio recordings from iphones into the IMPACT case file. Implementation Status Pilots in Regions 8, 3, 10 (All INV/FBSS units) Pilots in Region 10 (All INV units) Pilot in progress in Region 7 (8 units: five Investigations and three Conservatorship units) Testing in progress with pilot to begin in February and statewide deployment scheduled for completion March 31, Outcome / Evaluation Accelerates services to families by approximately 35 days by building relationship with the family and starting the family s long-term services while the investigation is still open and therefore closer to when allegation occurred rather than up to two months later. Focus group feedback from Region 10: The concept has been well-received by caseworkers. The concept has the potential to decrease caseload. The training was well-received. Survey data from Region 10 found: Since the rollout of the pilot, 45 percent of respondents had seen changes. Given the cultural resistance to close an investigation more quickly, this degree of change within the pilot timeframe is considered positive. 54 percent of respondents believed the effort had reduced caseloads. Worker feedback has been positive in terms of assistance provided by administrative staff and regarding access to the redesigned, collaborative workspace. As of January 2015, staff scanned 376 cases/581 volumes. The mobile application allows caseworkers to quickly upload photos and audio files into the case record while the worker is still in the field. It also allows for quicker access to photos by supervisors and others who need to assess case information. This application will improve worker efficiency and reduce caseworker frustration. 14 CPS Transformation Plan Progress Report

19 Texas Department of Family and Protective Services February 2015 Reunification and Permanency CPS believes that all children deserve a lifelong connection to a family and it is CPS responsibility to find safe, permanent, family relationships for each child and youth in foster care. Because of this, DFPS is dedicated to creating a practice that supports developing family connections for children and youth, and quickly exiting children and youth to positive permanency. Towards this goal, two regional leaders organized a cross-functional team with field staff from every region and state office subject matter experts to identify CPS system improvements to move children more quickly to permanency. The group targeted agency practices that inadvertently delay reunification and other exits to positive permanency. The team also focused on field-driven ideas to reduce time spent on activities that could be eliminated or streamlined to allow workers more time for critical casework. Together, these efforts seek to improve time to permanency for children and increase caseworker morale and retention. The team prioritized ideas into three groups: those that could be implemented immediately, those that needed to be tested and evaluated before implementation, and those that required technology changes and could be considered for future IMPACT modernization efforts. Initiative Increase the average number of children who can be reunified with their families in less than a year, and reduce the average time to permanency by involving field staff in identifying immediate solutions. The team generated 95 process and practice changes and prioritized 17 ideas for immediate solutions that can be implemented statewide and practice changes for testing and replication. Status Implementation Comments October 2014 Began testing select process and practice changes in specific areas. Between November 2014 and January 2015, pilots expanded to more regions. (See chart next page). December January 2015 CPS evaluated the pilots using focus groups, surveys, and data. January 8, 2015 Developed statewide rollout schedule to implement successful pilots as practice. February 20, 2015 Permanency Summit with CPS regional directors and CVS program administrators to review permanency data and plan for regional summits to target problem areas specific to each region based on data, such as timeliness of adoptions. CPS Transformation Plan Progress Report 15

20 February 2015 Texas Department of Family and Protective Services Reunification and Permanency Pilot Efforts Description Implementation Outcome / Evaluation Single Child Plan of Service CPS workers collaborate with child placement agencies (CPAs) in developing the Child Plans to reduce duplication and improve collaboration between CPS and CPAs. Include Kinship staff in CVS units Pair Kinship and CVS workers to improve communication and expedite service/support to kinship placements. This pilot tested both embedding a Kinship worker in a CVS unit where they report to the CVS supervisor and a paired model where they retain their original supervisor. Based on feedback from the pilots, CPS decided to select option 2. Family Reunification (FRE) pilot This initiative seeks to identify appropriate cases for early reunification. Criteria were developed for program administrators, supervisors, and CVS workers to identify cases that can be closed within 60 days. Complete Family Group Conference (FGC) within 30 days of removal Add three permanency round table questions to the FGC to gather additional information, accelerate the creation of the Family Plan of Services, better assess cases, and involve CVS workers in the case sooner. CVS worker at removal or adversary hearing Assign the CVS worker earlier in the process to enable them to attend the Adversary Hearing. This will allow the CVS worker to understand the case more quickly, meet family members (potential kinship placements), and expedite services for the children. Pilots in Regions 1, 2, 7, 9 (All CVS units) Pilots in Region 2 (three units), Region 3 (four units), and Region 6A (six units) Pilot in Region 8 (4 CVS units) Pilot in Region 2 (All CVS units), Region 3 (5 CVS units), and Region 8 (10 CVS units) Pilot in Region 5 (4 CVS units), Region 6B (All CVS units), and Region 11 (All CVS units) Better coordination of services to children. Participants in both models reported some positive results. Participants in the paired model (Region 6A) reported faster approvals of home studies compared to existing policy due to better communication between the program director and Kinship workers, and better communication with all caregivers of all siblings. Travel costs for Kinship workers may increase as they now cover the same geography as the CVS worker. The pilot has already successfully identified multiple cases for reunification and expanded to the remaining CVS units in Region 8 that were not a part of the pilot. Some feedback was that the criteria for case selection were too subjective and that workers should be involved in the decision for early reunification. Feedback from the pilots has been that the change has resulted in quicker completion of Family Plans and has saved two hours per FGC. Region 11 has been using this model previously. Focus group feedback from CVS workers and region leadership was that they could not imagine handling cases another way. One CVS worker said that even though the process requires more time in court on the front end, workers can better assist families long-term with this model. 16 CPS Transformation Plan Progress Report

21 Texas Department of Family and Protective Services February 2015 Harris County Transformation Transformation is a statewide effort. But with a child population of over 1 million and a monthly average of almost 4,500 children in CPS care, Harris County s challenges are especially acute. Children living in Harris County remain in foster care longer than the statewide average (29 months compared to 24 months) and are less likely to reunite with their families (22 percent compared to 32 percent statewide). Recognizing the specific needs of this urban area, CPS requested that Casey Family Programs assess the issues in Harris County and make recommendations. Casey Family Programs recommended a targeted permanency campaign and structured effort toward making long-term practice improvements. Over the past six months, CPS has worked toward the high-level goal of moving to permanency a targeted group of 600 children who have been in care for more than two years, most of whom have a goal of adoption. During this process, CPS continued to develop a deeper understanding of barriers to permanency and engaged staff in taking ownership of the work needed to affect internal change. Harris County has now implemented a transformation management structure that includes the state transformation efforts in this plan along with initiatives specific to Harris County. This structure will develop, lead, track, and evaluate efforts designed to improve child welfare practice, increase the professional skills of the workforce, improve operational efficiencies, and effectively communicate a permanency-based vision within the agency and throughout the community. Strategies being developed include initiatives to reunify children and families earlier, improve child and family visitations, prevent children from staying in state care for extended periods of time, and engage community stakeholders as partners in permanency for children in Harris County. Initiative IV-E Demonstration Waiver Implement five-year child welfare demonstration project in Harris County. The project allows DFPS to waive certain IV-E requirements to use funding more flexibly on new service approaches. For the target population, CPS will implement the Child and Adolescent Needs and Strength (CANS) assessment tool, and provide coaching on how to develop effective service plans and identify interventions that meet the specific needs of the child and family. Status Implementation Comments October 1, 2014 The U.S. Department of Health and Human Services granted DFPS a Title IV-E waiver. Casey Family Programs and Chapin Hall at the University of Chicago will help the state plan and implement the waiver project. January 2015 Secure an external evaluator to conduct the initial process evaluation, annual outcome evaluation reports upon implementation per federal requirements, and cost analysis. CPS Transformation Plan Progress Report 17

22 February 2015 Texas Department of Family and Protective Services Harris County Transformation Move a targeted group of 600 children who have been in care for more than two years, most of whom have a goal of adoption, to successful permanency by December 31, Reduce the length of stay in foster care and the time to permanency in Harris County by identifying key barriers and making practice improvements. Implement geographically driven case distribution. Harris County was divided into four quadrants (north, south, east and west). December 31, 2015 CPS moved 288 children to permanency as of the target date and will continue to monitor progress toward this goal through January 9, 2015 Completed an analysis of the barriers to moving long stayers to permanency to inform Harris County transformation initiative priorities and solutions. February 6, 2015 First meeting of external stakeholder committee formed to engage key stakeholders in the process. The committee includes CASA, the Harris County Attorney s Office, and education, health, and mental health representatives. September 1, 2015 One-year evaluation for new methods of geographic case referral for investigators begun in September Already, the effort has improved the morale of caseworkers who feel they now have a more efficient way of meeting their work demands. Caseworkers also report gaining a better understanding of available resources in a geographic area and are working to build stronger and more effective relationships with resource and service providers. 18 CPS Transformation Plan Progress Report

23 Texas Department of Family and Protective Services February 2015 Purchased Family Preservation and Reunification Services CPS purchases a number of family preservation and reunification services such as counseling, substance abuse, and mental health treatment. In response to Sunset Advisory Commission concerns about the need to track outcomes of these services, CPS has begun using data to better drive contracting and referral decision-making. CPS will use data to identify the most-effective types of services, the providers with the best outcomes, and service capacity needs. To improve services and client outcomes, CPS intends to strengthen training, communication and access to information for all parties involved in the contracting, referral, and delivery of these services, including CPS management and workers, CPS contract monitoring staff, and providers. Initiative Develop a method to assess the efficacy of services using data on removals from FBSS and client recidivism at the region, unit, and provider level. Implement strategies to improve service delivery including the quality and array of services available and families completion of services. Implement strategies to improve communication and partnership among program, contract, budget, and provider staff. Status Implementation Comments December 1, 2014 Completed analysis of existing data available in the DFPS data warehouse, from contract management staff, and through quality assurance processes. Identified correlation between low service completion rates and poor client outcomes. Conducted focus groups in December 2014, to get more information in select regions based on data analysis. December 31, 2014 Recommended practice, contract and communication improvements, including continued need for data analysis. March 1, 2015 Begin implementing practice, contract, and communication process improvements through August 31, September 1, 2015 Incorporate provider outcome and other contracting data into continuous quality improvement process, ensuring that it informs procurement and CPS program and contract management decisions. CPS Transformation Plan Progress Report 19

24 February 2015 Texas Department of Family and Protective Services Foster Care Foster Care Redesign is the competitive procurement of performance-based contracts with a single provider to create sustainable placement resources in communities and keep children close to home. The Sunset Advisory Commission identified a need for long-range planning for Foster Care Redesign. Planning for statewide rollout (pacing and location) will take place in the larger context of CPS transformation. Sunset also identified the need to develop a consistent approach to measuring and monitoring provider quality in the legacy foster care system. Initiative Foster Care Redesign Develop a long-range plan for fully implementing foster care redesign informed by thorough evaluation, cost-analysis of redesign to date, and a Request for Information (RFI) to solicit information on procurement and implementation approach for DFPS to consider in preparing Request for Proposals (RFPs) for the Single Source Continuum Contracts (SSCC) in designated catchment areas. Status Implementation Comments January 1, 2014 DFPS contracted with ACH Child and Family Services in Region 3 to serve as the SSCC for Tarrant, Palo Pinto, Parker, Erath, Johnson, Somervell, and Hood counties. As of December 13, 2014, 842 children were being served under ACH's Our Community-Our Kids model. This represents approximately 63 percent of all children from the catchment area. ACH is on track to serve all children in the catchment area by March September 19, 2014 Public Consulting Group (PCG) completed an SSCC cost analysis (published in October 2014). The PCG cost analysis supported proceeding with the foster care redesign model. CPS will report on the analysis and recommendations to the 84 th Texas Legislature. December 15, 2014 DFPS received 16 responses to an RFI posted November 12, 2014 to solicit information for the Foster Care Redesign Implementation Plan due in February February 2015 DFPS will publish a long-range Foster Care Redesign implementation plan. 20 CPS Transformation Plan Progress Report